The idea of what a leader should be can become a limitation. If we keep repeating the behavior of our predecessors, it's easy to overlook what today's team actually needs and what we can offer ourselves.
Rethinking the role begins with concrete decisions. Who do we let speak, how do we respond to a mistake, and how much responsibility do we take when a deal doesn't work out? Our leadership style is more clearly seen there than in the titles and descriptions of roles.
There is no need to build a different style just for recognition. It is enough that the decisions have a reason and that we can explain their meaning to the people they concern. Thus, the role adapts to the actual work.
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